Military Human Resources Management

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1 Army Regulation Personnel-General Military Human Resources Management Headquarters Department of the Army Washington, DC 11 April 2014 UNCLASSIFIED

2 SUMMARY of CHANGE AR Military Human Resources Management This major revision, dated 11 April o Changes the name of the regulation from Military Personnel Management to Military Human Resources Management (cover and throughout). o Prescribes the policies that govern the Military Human Resources Support System (chap 1). o Updates the managerial framework which describes Military Human Resources Support requirements (chap 2). o Updates the integration process for use in managing the Military Human Resources Support System (chap 3). o Describes the characteristics of Human Resources organizations (chap 4). o Describes how Human Resources organizations deliver personnel services support (chap 5). o Establishes an internal control evaluation process (app D). o Updates references, terms, and abbreviations (throughout).

3 Headquarters Department of the Army Washington, DC 11 April 2014 *Army Regulation Effective 11 May 2014 Personnel-General Military Human Resources Management H i s t o r y. T h i s p u b l i c a t i o n i s a m a j o r revision. Summary. This regulation prescribes the policy, managerial framework, organizat i o n s, a n d t h e d e l i v e r y o f p e r s o n n e l services. Applicability. This regulation applies to t h e A c t i v e A r m y, t h e A r m y N a t i o n a l Guard/Army National Guard of the United States, and the U.S. Army Reserve, unless otherwise stated. Proponent and exception authority. The proponent of this regulation is the Deputy Chief of Staff, G 1. The proponent has the authority to approve exceptions or waivers to this regulation that are consistent with controlling law and regulations. The proponent may delegate this approval authority, in writing, to a division chief within the proponent agency or its direct reporting unit or field operating agency, in the grade of colonel or the civilian equivalent. Activities may request a waiver to this regulation by providing justification that includes a full analysis of the expected benefits and must include f o r m a l r e v i e w b y t h e a c t i v i t y s s e n i o r legal officer. All waiver requests will be e n d o r s e d b y t h e c o m m a n d e r o r s e n i o r leader of the requesting activity and forwarded through their higher headquarters t o t h e p o l i c y p r o p o n e n t. R e f e r t o A R for specific guidance. Army internal control process. This regulation contains internal control provisions in accordance with AR 11 2 and identifies key internal controls that must be evaluated (see appendix D). S u p p l e m e n t a t i o n. S u p p l e m e n t a t i o n o f this regulation and establishment of command and local forms are prohibited without prior approval from Deputy Chief of Staff, G 1 (DAPE MR), 300 Army Pentagon, Washington, DC Suggested improvements. Users are invited to send comments and suggested improvements on DA Form 2028 (Recomm e n d e d C h a n g e s t o P u b l i c a t i o n s a n d B l a n k F o r m s ) d i r e c t l y t o C o m m a n d e r, U.S. Army Human Resources Command (AHRC PDR R), 1600 Spearhead Divis i o n A v e n u e, F o r t K n o x, K Y Committee management. AR 15 1 requires the proponent to justify establishi n g / c o n t i n u i n g c o m m i t t e e ( s ), c o o r d i n a t e draft publications, and coordinate changes in committee status with the U.S. Army Resources and Programs Agency, Department of the Army Committee Management Office (AARP ZA), 9301 Chapek Road, Building 1458, Fort Belvoir, VA Further, if it is determined t h a t a n e s t a b l i s h e d " g r o u p " i d e n t i f i e d within this regulation later takes on the characteristics of a committee, as found in AR 15 1, then the proponent will follow all AR 15 1 requirements for establishing and continuing the group as a committee. Distribution. This publication is available in electronic media only and is intended for command levels A, B, C, D, and E for the Active Army, Army National Guard/National Guard of the United States, and the U.S. Army Reserve. Contents (Listed by paragraph and page number) Chapter 1 The Military Human Resources Support System, page 1 Section I General, page 1 Purpose 1 1, page 1 References 1 2, page 1 Explanation of abbreviations and terms 1 3, page 1 *This regulation supersedes AR 600 8, dated 1 October AR April 2014 UNCLASSIFIED i

4 Contents Continued Responsibilities 1 4, page 1 Section II Organizing for Military Human Resources Support, page 2 Mission 1 5, page 2 Doctrine 1 6, page 3 Organization 1 7, page 3 Chapter 2 Human Resources Support Framework, page 3 General 2 1, page 3 Enduring principles 2 2, page 3 Core competencies 2 3, page 3 Human resources functions 2 4, page 4 Functional proponency system 2 5, page 4 Principles of support 2 6, page 4 Standards of service 2 7, page 4 Tasks 2 8, page 4 Publications 2 9, page 5 Chapter 3 Human Resources Integration, page 5 General 3 1, page 5 Program management 3 2, page 5 Managing change 3 3, page 6 Chapter 4 Human Resources Organizations, page 6 General 4 1, page 6 Directorate of Human Resources 4 2, page 6 Human resources primary staff sections 4 3, page 6 Human resources functional units 4 4, page 6 Chapter 5 Personnel Services Delivery, page 7 Standardization strategy 5 1, page 7 Home station 5 2, page 7 Deployed 5 3, page 7 Appendixes A. References, page 8 B. Principles of Support for the Human Resources Support System, page 12 C. Functional Description of the Human Resources Support System, page 15 D. Internal Control Evaluation, page 16 Table List Table 2 1: Core competencies and key functions, page 4 Glossary ii AR April 2014

5 Chapter 1 The Military Human Resources Support System Section I General 1 1. Purpose This regulation establishes Army policy, a managerial framework, organizations, and the delivery process of the Human Resources (HR) Support System. It synchronizes the requirements of both the home station, operational, and tactical HR Support System and outlines the organizational structure of HR supporting organizations References Required and related publications and prescribed and referenced forms are listed in appendix A Explanation of abbreviations and terms Abbreviations and special terms used in this regulation are explained in the glossary Responsibilities a. Assistant Secretary of the Army (Manpower and Reserve Affairs). The ASA (M&RA) has oversight of and will supervise the development and implementation of the Military HR Support System. b. The Deputy Chief of Staff, G 1. The DCS, G 1 will (1) Serve as the senior Army official for the Military HR Support System and will provide Headquarters, Department of the Army (HQDA) supervision of all HR policy formulation, programs, goals, architecture, standards, structures, and resources. (2) Through the Commanding General (CG), U.S. Army Human Resources Command (HRC) manage the daily operations of the Army s HR Support System by (a) Appointing a HQDA program manager for the HR Support System. (b) Designating HQDA proponents for each HR Support System function and core competency. (c) Interacting with the Reserve Components to integrate the common requirements of all three components. (d) Directing HR Support System operations in the field. (e) Serving as the functional proponent for the Army s HR Support System. (f) Through the Adjutant General, HRC 1. Serve as the HR Support System program manager. 2. Guide HQDA proponents in execution of their departmental level responsibilities. 3. Publish and maintain an operating charter for any command review councils. 4. Serve as the coordinating agent to the CG, U.S. Army Soldier Support Institute (USASSI). 5. Control changes to the HR Support System. 6. Serve as the coordinating agent for the HR Support System in all matters related to HR integration. 7. Ensure the contents of this regulation and Field Manual (FM) 1 0 are synchronized. 8. Serve as the functional proponent for regulations, procedures, and HR information systems used to support HR functions. c. Deputy Chief of Staff, G 3/5/7. The DCS, G 3/5/7 will exercise final authority in resourcing the HR Support System, to include allocating units, manpower authorizations, and funding. d. Director, Personnel Information Systems Directorate, U.S. Army Human Resources Command. The Director, Personnel Information Systems Directorate will support the automation requirements of the HR Support System. e. Commanding General, U.S. Army Combined Arms Support Command. The CG, CASCOM and Sustainment Center of Excellence will (1) Ensure that HR functions, doctrine, tactical developments, unit organizational structure and training are integrated and support the sustainment warfighting function. (2) Provide guidance and support for HR technical systems to include Enterprise systems that impact unit level functions and tactical operations requiring individual and collective training through the training proponent. f. Commanding General, U.S. Army Soldier Support Institute. The CG, USASSI, as a joint owner in managing the Army s HR Support System, will ( 1 ) E n s u r e t h a t s u b j e c t m a t t e r e x p e r t s a n d d o c t r i n a l p r o p o n e n t s f o r e a c h f u n c t i o n a n d c o r e c o m p e t e n c y a r e appointed. (2) Ensure tactical development proponents are appointed for each HR support function and core competency. (3) Formulate doctrine, tactical developments, unit organizational structure, and training. g. Commandant, Adjutant General School. The Commandant, AG School will AR April

6 ( 1 ) A p p o i n t s u b j e c t m a t t e r e x p e r t s ( o n e f o r e a c h H R s u p p o r t f u n c t i o n a n d c o r e c o m p e t e n c y ) a n d d o c t r i n a l proponents. (2) Publish doctrinal literature for the HR Support System. (3) Operate the AG School. (4) Serve as the branch proponent for the Army s HR Support System. (5) Write doctrine, establish personnel training requirements, and conduct training. (6) Serve as the USASSI coordinating agent to CG, HRC. h. The Chief, National Guard Bureau. The Chief, NGB, through the Director, Army National Guard (ARNG) will support the Army s HR Support System by (1) Participating in the development of personnel systems guidance established by HRC in accordance with policy outlined in appropriate Army Regulations (ARs), and publish ARNG-unique personnel guidance when ARNG units are not in Active Federal Service in the strength of the Army. (2) Ensuring personnel developers are provided with historical data (for example, military occupational specialty, historical date), reports, and special requirements that will enable them to perform the eight personnel development system life cycle management functions. i. Chief, Army Reserve. The CAR will support the Army s HR Support System by (1) Overseeing the functions and core competencies of the HR Support System. (2) Using the managerial framework described in chapters 1, 2, and 3 as a basic frame of reference. (3) Ensuring proper utilization of personnel. (4) Ensuring that an integrator is identified within HRC. (5) Providing technical direction to HR support activities and units. j. Commanding General, U.S. Army Forces Command. The CG, FORSCOM will oversee operational training and its integration with warfighting functions. k. Commander, U.S. Army Force Management Support Agency. The Commander, U.S. Army Force Management Support Agency will (1) Serve as the DCS, G 1 s functional manager for the HR Support System manpower requirements process. (2) Document the manpower requirements of the HR Support System. l. Commanders of Army commands, Army Service component commands, and direct reporting units. The Commanders of ACOMs, ASCCs, and DRUs will (1) Oversee the functions and core competencies of the HR Support System. (2) Provide technical direction to HR support activities, installations, and units. (3) Ensure proper utilization of personnel. m. Senior commanders. The SCs will (1) Identify a functional proponent to oversee functions and competencies for the HR Support System. (2) Ensure that an integrator is identified within the office of the senior HR leader. (3) Ensure proper utilization of personnel. (4) Provide appropriate support to the HR Support System. n. Headquarters, Department of the Army functional proponents. The HQDA functional proponents and program managers will (1) Ensure the efficient and cost-effective execution of HR functions and tasks on an Armywide basis, to include the home station and tactical dimensions of HR support. (2) Operate informal networks to coordinate: (a) Mutual functional requirements with their counterparts in the Reserve Components and at ASCC and installation levels. (b) Automation requirements with Director, Personnel Information Systems Directorate. (c) Training requirements with the Commandant, AG School. (d) Doctrinal requirements with CG, USASSI. Section II Organizing for Military Human Resources Support 1 5. Mission HR support is delivered in both home station and deployed environments. The operational mission of HR support provides support and readiness services to commanders, Soldiers, Families, retirees, veterans, and contractors. During tactical operations, HR support a. Directs the personnel portion of the Army s wartime command and control system. b. Collects, processes, and manages tactical HR information and executes decisions of commanders. c. Delivers replacements, mail, and other vital tactical services to commanders and Soldiers on the battlefield. 2 AR April 2014

7 d. Ensures that HR functional units execute designated responsibilities in support of the tactical mission Doctrine HR leaders will use this regulation and FM 1 0 to plan and direct home station support, mobilization operations, and deployed support Organization a. The major structural components of the HR Support System include: (1) A functional description of the HR Support System. (2) A number of HR support functions and tasks that subdivide the HR Support System into manageable segments. (3) A set of HR support competencies that describe the major HQDA-directed work requirements of the HR Support System. (4) A set of integrated HR publications to govern the HR Support System. b. The HR community will endeavor to (1) Integrate the requirements of HR doctrine, tactics, techniques, policies, procedures, automation support, training requirements, and manpower for the Active Army and Reserve Components. (2) Develop and train HR leaders and operators. (3) Establish responsibilities for HR support work at all levels of command. Chapter 2 Human Resources Support Framework 2 1. General This chapter focuses on the foundations of the managerial framework for HR support. The key elements of the HR support framework are enduring principles, competencies, key functions, tasks, and governing publications. A functional description of the Army s HR Support System is located at appendix C Enduring principles Enduring principles guide HR leaders and support providers in assuring a higher quality, more diverse and ready Total Army using effective systems and agile policies. The following enduring principles guide leaders in meeting the challenges of current and future operations and are also provided in FM 1 0: a. Integration. Integration maximizes efficiency by joining all elements of HR support (tasks, functions, systems, processes, and organizations) with operations ensuring unity of purpose and effort to accomplish the mission. b. Anticipation. Anticipation relies on professional judgment resulting from experience, knowledge, education, intelligence, and intuition to foresee events and requirements in order to initiate the appropriate HR support. c. Responsiveness. Responsiveness is providing the right support to the right place at the right time. It is the ability to meet ever-changing requirements on short notice and to apply HR support to meet changing circumstances during current and future operations. It involves identifying, accumulating, and maintaining sufficient resources, capabilities, and relevant information to enable commanders to make rapid decisions. d. Synchronization. Synchronization is ensuring HR support operations are effectively aligned with military actions in time, space, and purpose to produce maximum relative readiness and operational capabilities at a decisive place and time. It includes ensuring the HR operational process is planned, executed, and assessed. e. Timeliness. Timeliness ensures decision makers have access to relevant HR information and analyses that support current and future operations. It also supports a near real-time common operational picture across all echelons of HR support. f. Accuracy. Accuracy of information impacts not only on decisions made by commanders, but also on Soldiers and their Families. Information accuracy affects Soldier careers, retention, compensation, promotions, and general wellbeing. Information accuracy affects Family members during the next of kin notification portion of casualty operations. HR providers must understand the dynamic nature of HR system architecture and the fact that data input at the lowest level directly impacts decisions made at the highest level Core competencies Core competencies are essential and enduring capabilities which translate into major work requirements involving one or more key HR functions. Work requirements of a competency are derived from, or executed through, HR functions. For example, the Man the Force competency is a consolidation of the key functions of personnel readiness management, personnel accountability (PA), strength reporting, retention operations, and personnel information management. AR April

8 2 4. Human resources functions HR functions are manageable segments within the HR Support System. Each key function is directed by HQDA functional proponents and is addressed in its own governing publication or set of publications. Not all functions are accomplished at all levels of HR support. For example, while the strength reporting function is common to staff elements (G 1 and adjutant (S1)), it is generally not conducted by the military personnel division (MPD). Key functions and core competencies are listed and correlated in table Functional proponency system a. This system of functional proponents a n d program managers supports the operators who are responsible for providing HR support at all levels. The system is operated by the following major activities: (1) HRC. (2) Installation Management Command. (3) NGB. (4) Office of the CAR. (5) ACOMs. (6) USASSI. b. Proponents and program managers are appointed to manage each HR function. Also, an HR support integration program manager is appointed as the overall manager of the system for the activity and will interact with higher and lower echelon counterparts. c. Installation and USASSI-designated subject matter experts will coordinate with respective HRC, HQDA, and Installation Management Command functional proponents and program managers in training and doctrine development. Informal coordination meetings will be conducted periodically. d. The system of functional proponents provides technical support and guidance to HR support providers at all levels. Functional proponents and program managers operate informal networks and conduct periodic meetings in coordinating matters associated with their functions and programs. Table 2 1 Core competencies and key functions Competency Man the Force Provide HR Services Coordinate Personnel Support Personnel readiness management Essential personnel services Morale, welfare, and recreation operations Conduct Planning and Operations HR planning and operations PA Postal operations Comm and interest programs Operate HR comm and nodes Key function Strength reporting Casualty operations Army Band operations Retention operation Personnel information management 2 6. Principles of support Principles of support are established for HR support functions and multifunction programs. They are general policy statements that explain the nature of the work required. They are the major reasons for executing work in terms of contribution to the Army s life cycle model. Principles of support are listed in appendix B and also appear in the governing regulations for each function, program, or task Standards of service a. The standards of service summarize a number of major precepts that establish requirements for manpower and other resources. HR support standards are general policy statements that establish work requirements for each support function and program. The intent of the work standard is to provide a mechanism to summarize the major requirements for review and validation by senior leaders. b. Commanders and senior leaders must conduct periodic reviews using standards listed in governing publications and established by their organization to supplement governing publications in order to ensure the highest quality of support Tasks a. The HR task describes the work required to execute key functions. It is the common denominator that links doctrine, training, manpower, and automation used to modernize the HR Support System. 4 AR April 2014

9 b. Tasks are either structured or unstructured. Structured tasks are HQDA-directed work requirements for unit or installation-level execution. Unstructured tasks are general tasks involved in program management, functional planning, and functional meeting and workshop attendance. c. HR tasks (mandated operating instructions) are presented in a standard manner, normally as a table, in governing HR publications. A task consists of the following elements: (1) Task-specific functional rules. (2) Sequential steps required to execute the task. (3) Identification of the agent responsible for executing each step. (4) A statement of the work required at each step Publications The publications used in managing the HR Support System and directing work to be executed by HR Soldiers are a. AR 600 8, which prescribes the HR Support System. b. AR series (see app A for each publication), which serves as a reference for each particular function and program. c. FM 1 0, which provides the doctrinal dimension of the HR Support System. d. ARs 135 and 140 series (see app A for each publication), which provide supporting guidance addressing program applications unique to Reserve Components. e. National Guard Regulation (NGR) 600 series (see app A for each publication), which provides supporting guidance addressing program applications unique to the ARNG. Chapter 3 Human Resources Integration 3 1. General HR integration unifies efforts across all components to achieve efficient operations. It also unifies doctrine, manpower, training, and automation requirements in executing supporting tasks for each key function and core competency Program management a. HRC and USASSI share major portions of the HR Support System. USASSI manages HR concepts, doctrine, tactics, techniques, and procedures. HRC executes HR policies and directs procedures to accomplish tasks and functions in both the home station and deployed environments. The Chief, Field Services Division, HRC is the program manager for HR integration and serves as the HRC coordinating agent to the USASSI while the commandant of the AG School serves as the USASSI coordinating agent to HRC. b. The basic foundation documents and concepts of the HR Support System are listed below and must have HRC and USASSI agreement to change them. (1) AR (2) FM 1 0. (3) Army Tactics, Techniques, and Procedures (ATTP) (4) Army Techniques Publication (ATP) (5) HR support structure. (6) Principles of support. (7) Standards of service. (8) Enduring principles. c. Structured committees conduct periodic reviews of the components and prevailing issues relating to HR support in order to develop solutions for consideration by Army leadership. The two primary committees include a general officer steering committee and a council of colonels. The council of colonels may submit progress reports and requests for additional guidance to the general officer steering committee. Committees may convene during major HR conferences and are generally composed of members from the following agencies: (1) DCS, G 1. (2) HRC. (3) USASSI. (4) U.S. Army Reserve. (5) NGB. (6) ACOMs, ASCCs, and DRUs. AR April

10 3 3. Managing change New or updated HR work requirements and additional guidance (for example, board messages, new incentive programs, and so forth) will be announced using military personnel messages and memorandums. HRC controls the release of these documents and coordinates with HQDA functional proponents and managers to a. Establish proponency with the system of functional proponents. b. Identify new work in the form of task descriptions. c. Identify automation requirements. d. Coordinate new work with USASSI. e. Identify new training requirements for the AG School. Chapter 4 Human Resources Organizations 4 1. General HR organizations are tailorable, scalable, flexible, and capable of providing sustaining HR support across full spectrum operations. HR organizations fall into one of three distinct categories: Directorates of Human Resources (DHRs), HR primary staff sections, and HR functional units Directorate of Human Resources A DHR accomplishes non-deployed HR functions for Soldiers, Families, retirees, veterans, Department of Defense (DOD) civilians, and contractors. Some of those functions include in- and out-processing, identification card services, transition services, and Soldier readiness processing and checks. The MPD of the DHR provides limited HR support to units not supported by a brigade or geographically separated from their headquarters Human resources primary staff sections a. The S1 is the HR primary staff section of a battalion or brigade. The G 1 is the HR primary staff section at echelons above brigade. The HR primary staff section in a Joint environment is the J 1. b. The S1 prioritizes, plans, coordinates, and executes the delivery of HR support, services, and information on all assigned or attached personnel within the command or supported organizations. The brigade S1 executes the delivery of HR support and provides technical guidance for subordinate S1 elements. S1 elements not supported by a brigade may obtain limited support from the MPD. c. The G 1 prioritizes and plans HR support within the command to assure a unity of purpose and effort and to maximize readiness and operational capabilities. G 1 staff elements exist at HQDA, ACOMs, ASCCs, DRUs, corps, and divisions. In a Joint environment, Services augment the J 1 in order to support Title 10, United States Code (10 USC) requirements. Some policies and procedures will remain consistent (for example, personnel accounting, strength reporting, casualty reporting, and Joint awards), while others will remain unique to the Army (for example, evaluations and promotions). The ARNG Joint Forces Headquarters (ST JFHQ) and the U.S. Army Reserve Command G 1 provide similar HR support within their components Human resources functional units a. HR functional units are organizational structures that provide direct or area HR support as an integrated part of the sustainment warfighting function. They are supported by the sustainment community and provide tactical HR support in three specific areas: PA, postal operations, and casualty operations. b. The human resources sustainment center (HRSC) is employed as the HR primary staff section of the theater sustainment command and provides theater-level PA, casualty, and postal support to U.S. forces in a theater according to policies, procedures, and priorities established by the ASCC. c. The HR operations cell exists as an element within both corps and division G 1 staff. It plans, coordinates, and synchronizes HR support for major combat units. d. The HR operations branch is a staff element of the sustainment brigade or sustainment command. It plans, coordinates, integrates, and assesses the emplacement and operations of HR elements executing PA, casualty operations, and postal operations. e. The HR company provides tactical theater support for PA functions, casualty operations, and postal operations. The company consists of a headquarters section, postal platoons, and HR platoons. The headquarters section of the company provides command and control, planning, and technical support to all assigned or attached HR or postal platoons. The postal platoon exists as an organic element of the HR company and provides modular, scalable, and flexible postal support - including postal financial management, services, and distribution within a theater area of operations. The HR platoon provides both PA and casualty support within a theater area of operations. To achieve versatility within the theater, the platoon employs both PA teams and casualty liaison teams. 6 AR April 2014

11 f. The military mail terminal (MMT) element provides specialized postal expertise and limited augmentation manpower while coordinating postal support in a tactical theater. The element is augmented by postal platoons from an HR company. Chapter 5 Personnel Services Delivery 5 1. Standardization strategy Aligned under the sustainment warfighting function, HR support consists of both the management and delivery of personnel services at multiple levels and in multiple capacities in both the home station and deployed environments Home station a. Home station support includes all tasks completed in a non-deployed environment. b. HR primary staff sections process key functions in all environments. However, not all contributing tasks apply in all environments. For example, the task of coordinating morale, welfare, and recreation support contributes to the key competency of Coordinate Personnel Support (see table 2 1). However, HR primary staff sections do not typically coordinate morale, welfare, and recreation support in the home station environment. HR primary staff sections provide home station HR support depending on their command relationship. (1) Brigade-level HR primary staff sections and below provide the majority of HR supporting tasks. These sections are organized by capability and typically consist of a leadership section and two teams. The personnel readiness team focuses on the core competency of Man the Force and its subordinate tasks and functions. The HR services team focuses on the remaining three core competencies and their supporting tasks and functions (see table 2 1). (2) HR primary staff sections above the brigade operate mainly in a managerial capacity. While these staff sections continue to process limited Soldier actions, they more routinely establish policy, advise commanders, manage programs, and monitor status. While specific arrangements may vary between organizations, HR primary staff sections above the brigade generally consist of a headquarters or leadership section and two teams. A manpower team focuses on the core competency of Man the Force and a key function of essential personnel services. A plans and operations or programs and policy team focuses on Coordinate Personnel Support, Conduct Plans and Operations, and other key functions of casualty and postal operations. c. DHR collaborates with an installation s SC to provide HR services not typically accomplished in a deployed environment (in- and/or out-processing, transition services, Soldier readiness processing and checks, and so forth). The DHR also provides oversight of the Army s field personnel information system for an installation and provides limited support to rear detachments and Families of deployed Soldiers. The MPD of the DHR provides limited HR support to units not supported by a brigade or geographically separated from their headquarters Deployed a. Deployed support includes all tasks completed in a deployed environment (field, deployed, and so forth). Command relationships play a key role in identifying responsibilities for support. b. HR primary staff sections perform all key functions in a deployed environment and are generally collocated with their sustainment staff counterparts. The type and level of deployed HR support depends on the command relationship. For example, a brigade S1 may provide support to numerous non-organic units based on the task organization established by the higher headquarters. HR primary staff sections may also be required to employ theater-specific data management tools and reports depending on the environment and requirements from the headquarters. c. HR functional units are geographically collocated with sustainment elements in a theater of operations. They are employed in a deployed environment based on rules of allocation as a collective unit or as individual teams. Rules of allocation define how many functional units are required to support an area of operations and are discussed in more detail in FM 1 0. (1) The HRSC is employed with a theater sustainment command and ensures theater PA, casualty, and postal support is developed and then supported with available resources. (2) The HR Operations Branch exists within the support operations section of a sustainment brigade or command and plans, coordinates, integrates, and synchronizes the PA, casualty, and postal operations missions within its area of operations. (3) The HR company headquarters provides command and control, planning, and technical support to HR and postal platoons depending on the command relationship. The postal platoon of an HR company provides postal support to all individuals in its area of operations, either as a standalone element or in conjunction with an MMT. The HR platoon employs PA teams to maintain accurate accountability of personnel transiting a theater of operations. It employs casualty liaison teams to assist HR primary staff sections in managing casualty operations. (4) The MMT works in conjunction with an HRSC s port of debarkation to provide postal support to a theater of operations. The MMT is equipped with heavy equipment used to move mail. AR April

12 Appendix A References Section I Required Publications Unless otherwise stated, all publications are available at FM 1 0 Human Resources Support (Cited in paras 1 4b(2)(f)7, 1 6, 2 2, 2 9c, 3 2b(2), 5 3c.) Section II Related Publications A related publication is merely a source of additional information. The user does not have to read it to understand this regulation. National Guard regulations are available at AR 11 2 Managers Internal Control Program AR 15 1 Committee Management AR The Army Publishing Program AR Force Development and Documentation AR Full-Time Support Program AR Army Reserve Forces Policy Committee AR Incentive Programs AR Participation in Joint Service Reserve Component Facility Boards AR The Enhanced Reserve Component Foreign Area Officer Program AR The Active Guard Reserve (AGR) Program AR Retention in an Active Status after Qualification for Retired Pay AR Criminal Investigation Units Accreditation, Training, and Mobilization Criteria AR Service Obligations, Methods of Fulfillment, Participation Requirements, and Enforcement Procedures AR Appointment of Commissioned and Warrant Officers of the Army AR Appointment of Reserve Commissioned Officers for Assignment to Army Medical Department Branches 8 AR April 2014

13 AR Ready Reserve Screening, Qualification Records System, and Change of Address Reports AR Promotion of Commissioned Officers and Warrant Officers Other than General Officers AR Reserve Component General Officer Personnel Management AR Separation of Officers AR Enlisted Administrative Separations AR Qualifying Service for Retired Pay Nonregular Service AR Active Duty for Missions, Projects, and Training for Reserve Component Soldiers AR Enlisted Personnel Management AR Order to Active Duty as Individuals for Other than a Presidential Selected Reserve Call-up, Partial or Full Mobilization AR Incapacitation of Reserve Component Soldiers AR Mission, Organization, and Training AR Entry on Active Duty or Active Duty for Training (ROTC Officers) AR Assignments, Attachments, Details, and Transfers AR Active Duty in Support of the United States Army Reserve (USAR) and Active Guard Reserve (AGR) Management Program AR Officer Candidate School, Army Reserve AR U.S. Army Reserve Reenlistment Program AR Individual Mobilization Augmentation (IMA) Program AR Training and Retirement Point Credits and Unit Level Strength Accounting Records AR Employment and Utilization of U.S. Army Reserve Military Technicians AR Army Reserve Land and Facilities Management AR April

14 AR Army Force Generation AR Manpower Management AR Army Casualty Program AR Suspension of Favorable Personnel Actions (Flag) AR Unit Postal Operations AR Line of Duty Policy, Procedures, and Investigations AR Personnel Accounting and Strength Reporting AR Retirement Services Program AR The Total Army Sponsorship Program AR Leaves and Passes AR Reassignment AR Identification Cards for Members of the Uniformed Services, Their Eligible Family Members, and Other Eligible Personnel AR Enlisted Promotions and Reductions AR Military Awards AR Officer Transfers and Discharges AR Officer Promotions AR Personnel Processing (In-, Out-, Soldier Readiness, Mobilization, and Deployment Processing) AR Army Military Human Resource Records Management AR Military Orders AR Wartime Replacement Operations 10 AR April 2014

15 ATTP S 1 Operations ATP Theater-Level Human Resources Support Articles of the Geneva Conventions of 1949 (Available at FM 7 15 The Army Universal Task List NGR (AR) The Active Guard/Reserve (AGR) Program, Title 32, Full-Time National Guard Duty (FTNGD) NGR (AR) U.S. Army Regimental System - Army National Guard NGR (AR) Drug Abuse Prevention and Control NGR (AR) Commissioned Officers - Federal Recognition and Related Personnel Actions NGR /ANGI National Guard Family Program NGR Screening of the Army National Guard NGR Selected Reserve Incentive Programs NGR Equal Opportunity Program in the Army National Guard NGR National Guard Military Discrimination Complaint System NGR Nondiscrimination in Federally Assisted Programs NGR Army National Guard Health Promotion Program NGR Warrant Officers - Federal Recognition and Related Personnel Actions NGR Commissioned and Warrant Officers Assigned to Selective Service Stations State Area Commands NGR Enlisted Personnel Management 10 USC Armed Forces (Available at Section III Prescribed Forms This section contains no entries. AR April

16 Section IV Referenced Forms Unless otherwise indicated, DA forms are available on the Army Publishing Directorate Web site ( army.mil). DA Form 11 2 Internal Control Evaluation Certification DA Form 2028 Recommended Changes to Publications and Blank Forms Appendix B Principles of Support for the Human Resources Support System The principles of support for HR support functions and multifunction programs are as follows: B 1. Awards and decorations a. Enables commanders to recognize Soldiers for valor, meritorious service, and achievement; and to document and record that recognition for historical purposes. b. Recognizes members of other military departments, foreign allies, and U.S. civil servants for their meritorious contributions to the Army s success in mission accomplishment. c. Recognizes veterans and the next of kin of Soldiers. B 2. Band operations Provides music to promote troop morale, unit esprit, and civil/military relations in support of military operations. B 3. Career planning and retiree support Assists Soldiers in career planning and the retirement process; and serves the retired population as part of the total Army. B 4. Casualty operations a. Maintains the casualty reporting system in peacetime and wartime to ensure Casualty Assistance Centers expeditiously report all individuals who become casualties to the Director, Casualty and Mortuary Affairs Operations Center. b. Manages the flow of casualty information 24 hours a day and 7 days a week. c. Ensures timely notification and continued assistance to the primary next of kin for all reportable casualties, as well as to the secondary next of kin, the person authorized to direct disposition, and other designated beneficiaries for all deceased, missing, or duty status-whereabouts unknown personnel. B 5. Evaluations a. Evaluates the performance and potential of officers, warrant officer one through major general, in peacetime and wartime. b. Evaluates the performance and potential of noncommissioned officers, sergeant through command sergeant major, in peacetime and wartime. c. E v a l u a t e s t h e p e r f o r m a n c e o f S o l d i e r s d u r i n g D O D, c i v i l i a n e d u c a t i o n a l, m e d i c a l, o r i n d u s t r i a l i n s t i t u t i o n programs. B 6. Exceptional family members a. Assesses, documents, and codes the special needs of eligible Family members for consideration during the assignment process. b. Facilitates accessibility and the timely distribution of information and services supporting Soldiers and their eligible Family members. B 7. Enlisted management a. Distributes enlisted Soldiers based on available inventory and priorities established by HQDA to meet the unit readiness of commanders. b. Develops the enlisted force through programs that govern the training, career development, assignment, and use of Soldiers. 12 AR April 2014

17 B 8. Enlisted promotions and reductions a. Provides a centralized promotion selection process in peacetime for promotion to the rank of sergeant first class and above. b. Provides a semicentralized promotion selection process in peacetime for promotion to sergeant and staff sergeant. c. Authorizes commanders to advance Soldiers to specialist and below. d. Retains Armywide equity during hostilities as long as the supporting systems (for example, the centralized and semicentralized processes) are practical and affordable. B 9. Enlisted transfers and discharges a. Provides a mechanism to terminate the services of enlisted Soldiers prior to the terms of the original contract (both voluntarily and involuntarily). b. Provides authority to transfer enlisted Soldiers from one military Service to another. c. Provides authority to discharge enlisted Soldiers from all forms of military obligation. B 10. Flagging Guards against the accidental execution of specified favorable personnel actions for Soldiers not in good standing. B 11. Identification documents a. Issues identification cards and tags to personnel likely to become prisoners of war to comply with the Articles of the Geneva Conventions of b. Provides eligible dependents, retirees, civilians, and contractors with a distinct identification card authorizing them to receive Uniformed Services benefits and privileges. B 12. Leaves and passes Supports health, morale, motivation, and efficiency. B 13. Line of duty Determines if a Soldier s disease, injury, underlying condition, or death, was due to the Soldier s intentional misconduct or willful negligence, or occurred during a period of unauthorized absence. B 14. Manpower mobilization a. Ensures the manpower readiness of the military and civilian personnel systems to mobilize and transition from peacetime to wartime. b. Ensures all military personnel functional regulations and systems adequately address the actions required to transition the Reserve Component force to wartime operations as a part of the Army s combat force. c. Exercises the military functional requirements of the manpower mobilization process in support of Army exercises or contingency operations. d. Prepares to execute replacement allocation priorities for the battlefield base on DCS, G 3/5/7 guidance. B 15. Officer management a. Distributes officers (with the exception of Army Medical Department, Chaplain s Corps, and Judge Advocate General s Corps officers) to meet the needs of the Army. b. M a n a g e s o f f i c e r s t o e n s u r e t h e p r e s e n c e o f t h e l e a d e r s h i p a n d t e c h n i c a l s k i l l s n e c e s s a r y f o r m i s s i o n accomplishment. B 16. Officer procurement Procures the right number and type of officers (with the exception of Army Medical Department officers) of high military merit, to meet the Army s authorized strength levels. B 17. Officer promotions a. Provides centralized promotion selection process for promotion to all ranks, except general, lieutenant general, first lieutenant, and chief warrant officer two. b. Retains Armywide equity during hostilities as long as the supporting systems (for example, the centralized process) are practical and affordable. B 18. Officer transfers and discharges a. Provides a mechanism to terminate the services of an officer prior to the terms of the original contract (both voluntarily and involuntarily). b. Provides authority to transfer officers from one component to another. AR April

18 c. Provides authority to discharge officers from all military obligations. B 19. Orders Provides orders to substantiate entitlements and documents of key events. B 20. Personnel accounting and strength reporting a. Accounts for Soldiers and reports their duty status as the foundation for critical battlefield decisions. b. Operates a command and control strength reporting system to manage the personnel combat power of the tactical force. c. Reconciles personnel accounting and strength reporting information over time. B 21. Personnel information management a. Consolidates current and projected personnel information on Soldiers and units from data sources to serve as the basis for command decisions and projected battlefield requirements. b. E x t r a c t s c o m b a t e s s e n t i a l p e r s o n n e l i n f o r m a t i o n f r o m t h e c o m m a n d d a t a b a s e s a n d p r o v i d e s c o n s o l i d a t e d databases to ASCC-level strength, casualty, and postal managers. c. Periodically reviews and improves existing automation products. d. Produces new products to support functional requirements within HRC and in field organizations, for all components, in all environments (tactical or operational). e. Provides a record of critical personnel information about Soldiers to support battlefield decisions and to satisfy the nation s obligation to retain historical information for its veterans. B 22. Personnel processing a. Efficiently accomplishes all administrative actions required to relocate Soldiers. b. Ensures Soldiers are ready for short notice deployment to meet contingency requirements. c. Efficiently processes the mobilizing force as it enters active duty. d. Assists in the family movement process. e. Prepares Soldiers for movement. B 23. Postal operations a. Manages and operates a postal network to move, deliver, and collect mail in the deployed force to contribute to the fighting will of Soldiers. b. Provides an alternative delivery system for personnel information. c. Delivers official mail to include spare parts and medical supplies. B 24. Quality assurance a. Regularly reviews HR operations using both top of the system indicators and visits to identify and correct systemic and procedural problems. b. Reinforces and modifies internal control review requirements to minimize the risk of fraud, waste, and abuse and mismanagement. c. Maintains, analyzes, publishes, and acts on periodic performance indicators for field operations. B 25. Reassignment a. Maintains a set of reassignment eligibility rules. b. Verifies the eligibility of Soldiers to satisfy HRC assignment instructions. B 26. Replacement operations Coordinates the support and delivery of replacements and return to duty Soldiers, including orders issuance, personnel accounting, logistical support, personnel processing, and transportation. B 27. Retention Retains quality Soldiers and maintains proper strength levels in all components of the total Army force. B 28. Soldier applications Identifies, standardizes, streamlines, and provides automation tools to support the Soldier application process. B 29. Soldier reception Receives, processes, and indoctrinates new Soldiers enroute to the training base. 14 AR April 2014

19 B 30. Special pay programs Identifies, standardizes, streamlines, and provides automation tools to support the special pay process. B 31. Sponsorship Assists Soldiers, civilian employees, and Families during the reassignment and transition process, so as to a. Assist Families geographically separated from the principal because of duty or travel requirements. b. Improve unit cohesion and readiness by decreasing distractions which hamper personal performance and mission accomplishment. B 32. Strength management a. Assesses an organization s combat power and plans for future operations, and assigns replacements on the battlefield. b. Predicts the need for and provides a mixture of individuals and small units as replacements to sustain the combat power on the battlefield. c. Includes the technique and the decision process used to allocate replacements to the fighting force, and to assess the combat capabilities of units from an HR perspective. B 33. Survivor benefits Counsels and assists Soldiers and their Families on the benefits of the Survivor Benefits Program. B 34. Trainee and student support Supports trainees and students in the training base. B 35. Transition management and processing a. Discharges or releases Soldiers from active duty. b. Performs transition processing requirements. c. Improves the quality of the force through the Qualitative Management Program. d. Prepares Soldiers and Family members for transition to the next phase of Federal service. e. Helps make future Army alumni proud of their service and look forward to continued affiliation. f. Fosters a positive image of the Army in the eyes of Congress and the public. g. Protects Soldiers rights while preventing claims against the Army. h. Implements cost reduction initiatives. Appendix C Functional Description of the Human Resources Support System C 1. Program strategy a. The HR Support System is competency-based and performance-oriented. It decentralizes responsibilities within the HR community. HR staff sections provide the majority of HR support in both the operational and tactical environments. DHRs provide specialized support in the operational environment, while HR functional units provide specialized support in the tactical environment. b. HR elements, both staff sections and functional units, are organized by capability. Sections within each element focus their efforts on a designated competency and its related functions and tasks. c. HR supporting tasks and functions are organized into core competencies. C 2. The Army functional framework a. Terms that describe the HR Support System are listed below in descending order. (1) The Army. (2) Sustainment warfighting function. (3) Personnel support. (4) HR support. (5) Core competencies. (6) Key functions. (7) Multifunctional programs (8) Tasks. b. The sustainment warfighting function consists of related tasks and systems that provide support and services to ensure freedom of action, extend operational reach, and prolong endurance. AR April

20 c. Personnel support consists of those functions relating to Soldier welfare, readiness, and quality of life. Personnel support complements logistics by planning for and coordinating efforts that provide for and sustain personnel. d. HR support consists of those key functions required to accomplish the HR core competencies. HR support maximizes operational effectiveness and facilitates support to Soldiers, their Families, DOD civilians, and contractors authorized to accompany the force. e. Core competencies are major work requirements involving one or more key HR functions. Work requirements of a competency are derived from or executed through key HR functions. The four HR core competencies are (1) Man the Force. (2) Provide HR Services. (3) Coordinate Personnel Support. (4) Conduct Planning and Operations. f. Key HR functions are manageable work segments within the HR Support System. Key functions are directed by HQDA functional proponents and addressed in one or more governing regulations. g. Multifunctional programs are similar to the core competencies in that they are major work requirements involving one or more key HR functions. h. Tasks are the step-by-step work requirements to complete each function. Appendix D Internal Control Evaluation D 1. Function The function covered by this evaluation process is the HR Support System. D 2. Purpose The purpose of this checklist is to assist leaders in evaluating the performance of the HR Support System. D 3. Instructions Answers must be based on the actual testing of controls (observation, document analysis, interviewing, and so forth). Answers that indicate deficiencies must be explained and corrective action or recommendations annotated in supporting documentation. These internal controls must be evaluated at least once every 5 years and then certified on DA Form 11 2 (Internal Control Evaluation Certification). D 4. Test questions a. Is there a program manager for the HR Support System? b. Are doctrine, organizational structure, and training sufficient for current and future operations? c. Do documented manpower requirements meet current and future operational needs? d. Do integration tasks accomplish an effective unity of effort across all components and proponents? e. Do structural components of the system enable the Army to maximize HR support? f. Does current organizational structure result in efficient utilization of resources? g. Do planners accurately use rules of allocation in determining requirements for HR functional units? h. Do rules of allocation provide an efficient use of manpower while accomplishing the mission? i. Is the delivery of HR support limited by command relationships? D 5. Supersession Not applicable. D 6. Comments Help make this a better tool for evaluation internal controls. Submit comments to The Adjutant General Directorate, U.S. Army Human Resources Command (AHRC PDR R), 1600 Spearhead Division Avenue, Department 420, Fort Knox, KY AR April 2014

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